The United Kingdom's National Policing Improvement Agency (NPIA) is a non-departmental public body established to support police by providing expertise in such areas as information technology, information sharing, and recruitment. The National Policing Improvement Agency became operational on 1 April 2007. The agency took over the work of several precursor agencies including the Police Information Technology Organisation (PITO), Centrex (including the National Centre for Policing Excellence), and a small number of Home Office staff. PITO and Centrex were both abolished when the NPIA became operational, and has formal responsibilities for police forces in England and Wales but, unlike PITO, not for the eight Scottish forces. The NPIA was proposed by the Association of Chief Police Officers (England & Wales) as a response to the UK Government's green paper Building Safer Communities Together. The stated objective of the NPIA is to support i) the delivery of more effective policing and ii) a culture of self-improvement around policing in the United Kingdom. Unlike PITO, it is not solely a supplier of national police IT systems. The key priorities of the NPIA are set by the National Policing Board, established in July 2006 to help strengthen the governance of policing in England and Wales. The National Policing Board, chaired by the Home Secretary, has a tripartite membership from the Home Office, ACPO and the APA. The motivations for creating the NPIA were laid out in the 2004 Police Reform white paper Building Communities, Beating Crime which stated: "...the mechanisms for national policing improvements are disparate and overlapping." Additionally, in 2004 Hazel Blearscommissioned an End-to-End Review of PITO which concluded that "The tripartite governance structure is inappropriate for efficiently and effectively delivering services" and that "PITO as a concept is fundamentally flawed". Chief Constable Peter Neyroud is the Agency's Chief Executive, and in September 2006 Peter Holland was appointed as the first chair of the NPIA. The estimated staff of the NPIA as at 1 April 2007 was 1772, and the expected income for 2007-08 was £484m .[1] The NPIA has a number of challenges to meet over the coming years, the implementation of the Bichard Inquiry after the Soham Murders and the McFarland Report regarding Police IT and PITO, have made the development, implementation and standardisation of new police technologies a major national priority. The development of doctrine and policy in conjunction with the Association of Chief Police Officers (ACPO), encouraging a national police strategy in terms of purchasing of equipment and bringing about universal police standards in areas such as training, development and leadership are all fundamental priorities and objectives of the new agency. TheHMIC Report 'Closing the Gap' recommended closer working and partnerships especially in strategic areas such as protective service, and the first trial Collaboration Demonstration Sites were recently announced by the Home Office.[2] NPIA Chief Executive Peter Neyroud has said that by creating a consensus with police forces and having some powers to mandate IT strategy over police forces, the new agency would succeed where PITO (Police Information Technology Organisation) had failed. "The failure of PITO stemmed from an absence of space where objectives could be agreed with the National Policing Board. By working with the Association of Chief Police Officers (ACPO) and the Association of Police Authorities (APA), we are much more a part of police forces" [3] The Agency has been the subject of critical comment (externally and internally) as a consequence of high levels of staff turnover and the results of a damaging staff survey in the first year of its operation, which revealed high levels of staff dissatisfaction on a range of issues. Difficulties with recruitment and retention have necessitated high levels of expenditure on contractors and private sector consultants to maintain service provision in some business units.[4][5] To achieve its objectives, the NPIA co-ordinates organisational change across policy, processes, staff and technology both at national programme level and also with the county Forces. For Police information technology, the NPIA builds upon ACPO's Information Systems Strategy 'ISS4PS', which calls on the police service to work together to adopt common standards, products and services. The NPIA provides the following functions at a national level - The Serious Crime Analysis Section, based at Bramshill in Hampshire is made up of crime analysts and specialist police staff who analyse crime under specific criteria - essentially rapeand serious sexual assaults and motiveless or sexually motivated murder cases. The Serious Crime Analysis Section (SCAS) was initiated by the Home Office in 1998 with one main objective - to identify the potential emergence of serial killers and serial rapists at the earliest stage of their offending. Whilst this objective remains at the heart of SCAS remit, far more services have been developed for investigators of serious crime, with other services continually under development. SCAS receive crime case files at an early stage in their investigation from all forces in the UK (including Scotland and the PSNI) through a network of contact officers employed inintelligence departments in every force. In order to carry out this difficult and complex casework, all information is coded and placed onto one single database - ViCLAS (Violent Crime Linkage Analysis System). This system was developed in Canada by the Royal Canadian Mounted Police. The coding of criminal behaviour is a painstaking process and is carried out by highly trained Assistant Crime Analysts at SCAS. The investigating officer receives a report from a crime analyst with a number of key elements designed to assist the investigation. It will identify if there are grounds to believe that the offender has previously been identified. It will also provide a breakdown of the behaviour exhibited in the offence, often with a statistical description of some of the elements involved. This can alert an investigator to the importance of some aspects of the offence not immediately apparent. SCAS are also responsible for identifying good practice, or "what works", so the analyst's report may contain "investigative suggestions" that might guide the officer to a specific line of enquiry not yet considered. The report may also suggest possible suspects that the unit has identified from a number of databases. When a prime suspect has been identified and charged with an offence, senior analysts are able to provide specialist evidence in court, to assist with the prosecution of offenders. Crime Operational Support aims to support the police service through provision of specialist operational skills and to assist in the resolution of exceptional crime series and operational critical incidents. There are four regional teams of investigative advisers support regional investigations. These teams are supported with the specialist skills of crime investigation officers, behaviouralinvestigative advisers and geographic profilers. In addition Crime Operational Support ensures that all relevant good practice in serious crime investigation is identified and disseminated. Crime Operational Support can also provide assistance with case study workshops and seminars. Case study workshops have proved a valued tool in providing Senior Investigating Officers with ideas for progressing enquiries. At both national and regional seminars are held offering an opportunity for the continuous professional development of SIOs. Crime Operational Support Advidors include: The National Injuries Database is part of the Physical Evidence Section and is a national resource to support serious crime investigations for the analysis of weapons and wounds. It is mainly victim focused and can search for cases to identify possible similarities between a victim's wound/s and specific injury patterns and/or possible weapons. This is particularly useful for an investigation team in cases where the nature of the injuries are unknown and the weapon has not been identified. The database currently holds over 4,000 cases of suspicious deaths, homicides and clinical cases. It also has more than 20,000 images. Medical, forensic, scientific and police reports combined with photographs, x-rays and videos provide information for the NID. It is anticipated that future developments will allow the NID to be linked into the national pathology system to increase the size and breadth of the data. Services that are available through the NID include: The Police National Missing Persons Bureau will be moved from New Scotland Yard in April 2008 to sit within the NPIA at Bramshill. The PNMPB acts as the centre for the exchange of information connected with the search for missing persons nationally and internationally. This specialist unit focuses on cross matching missing persons with unidentified persons/bodies. Other key activities include: Further developments will include: The NPIA offers training courses at four core sites: From April 2008 the Asset Recovery Agency will become part of the Serious Organised Crime Agency and the ARA Centre of Excellence, which trains and accredits Financial Investigators, will be moved to the National Policing Improvement Agency.[9] The Following Police Technology Programmes are managed by the NPIA, as an extension of the role of the former Police Information Technology Organisation (PITO), some parts (but not all) of which it subsumed: The Facial Images National Database (FIND) project, and a project to deliver a national case management system for child abuse investigations, were cancelled in early 2008 due to budget pressures.National Policing Improvement Agency
A major contributor to this article appears to have a close connection with its subject. It may require cleanup to comply with Wikipedia's content policies, particularly neutral point of view. Please discuss further on the talk page. (August 2010) National Policing Improvement Agency Abbreviation NPIA 
Logo of the National Policing Improvement Agency. Agency overview Formed April 1, 2007 Preceding agencies Employees 2100 Annual budget £474M (2008/09) Legal personality Governmental: Government agency Jurisdictional structure National agency
(Operations jurisdiction)United Kingdom 
England and Wales, Scotland, Northern Ireland Size 244 821 km² / 94,526 sq mi Population 60,609,153 Legal jurisdiction England and Wales, less inScotland and Northern Ireland General nature Operational structure Headquarters London Agency executive Chief Constable Peter NeyroudQPM, Chief Executive Website http://www.NPIA.police.uk Contents
[hide][edit]Background
[edit]Objectives of the NPIA
[edit]Serious Crime Analysis Section (SCAS)
[edit]Crime Operational Support
[edit]National Injuries Database
[edit]Police National Missing Persons Bureau (PNMPB)
[edit]Training
[edit]Technology
[edit]See also
[edit]External links
[edit]References
[hide] Headquarters: 2 Marsham Street Ministers .svg)
Executive agencies Non-departmental public bodies
Friday, 8 October 2010
O.M.G..................................1 QUANGO OF HUNDREDS OR THOUSANDS UNDER NU LABOUR
http://www.npia.police.uk/en/docs/NPIA_Annual_Report_and_Accounts_2009-10.pdf
page 66 NPIA Annual Repor
t 2009/10
The Statement of Accounts
Net Expenditure Account
for year ended 31 March 2010 2009/10 2008/09
Note £’000 £’000
Expenditure
Staff costs 4 119,097 101,360
Depreciation, Amortisation and other Asset Costs 5 50,302 28,574
Other Expenditure 5 395,051 461,551
564,450 591,485
Income
Income from activities 6 (107,180) (108,825)
Other Income (2) (2)
(107,182) (108,827)
Net expenditure after Cost of Capital and Interest 457,268 482,658
Cost of Capital Reversal 5 (9,692) (7,781)
Interest payable to CFER 6 18 2,208
Net expenditure £447,594,000 ............................£477,085,000
The NPIA was funded in the financial year 2009/10 from a top slice of the total funds available to provide
for policing including grants to police authorities. The budgeted amount for the year was £554.73 million
(2008/09 £576.81 million).
All income and expenditure was derived from continuing operations.
The accounting policies and notes on pages 70 to 97 form part of these accounts.
NPIA Annual Report 2009/10 67
Statement of
Financial Position
31 March 2010 31 March 2009 1 April 2008
Note £’000 £’000 £’000
Non-current assets
Property, plant and equipment 7 300,702 290,347 240,443
Intangible assets 8 96,362 29,979 10,797
Financial assets 9 393 377 362
Total non-current assets 397,457 320,703 251,602
Current assets
Assets classified as held for sale 11 - 3,100 3,100
Trade and other receivables 12 25,014 34,850 35,459
Cash and cash equivalents 13 7,010 5,245 42,254
Total current assets 30,024 43,195 80,813
Total assets 429,481 363,898 332,415
Current liabilities
Trade and other payables 14 (96,575) (74,345) (101,728)
Non-current assets less net current
assets/liabilities 332,906 289,553 230,687
Non-current liabilities
Provisions 15 (16,207) (11,573) (12,608)
Pension liabilities 23 (8,131) (5,178) (5,285)
Other payables 14 (15,300) (17,000) (18,700)
Total non-current liabilities (39,638) (33,751) (36,593)
Assets less liabilities 293,268 255,802 194,094
Reserves
Pension fund reserve (8,131) (5,178) (5,285)
Trust funds 434 422 404
Donated asset reserve 1,845 2,072 2,085
Revaluation reserve 18,323 11,210 10,773
General reserve 280,797 247,276 186,117
Total 293,268 255,802 194,094
The accounting policies and notes on pages 70 to 97 form part of these accounts.
Chief Constable Peter Neyroud QPM
Chief Executive and Accounting Officer,
National Policing Improvement Agency
8 July 2010
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